The client is a successful regional medium-sized company with a diversified product range, mature as an organisation and with stable business growth. The problem they have identified as being a long-term limitation to growth and development is the relatively “weak” middle management. Weak in the sense of number of positions, as well as the knowledge and experience of the people who could fill those positions.
A problem had been identified in a lack of coordination in the efforts of first-line managers, who were all very dedicated, well-paid managers whose behaviour was orientated via a model of planning and reporting. However the corporate culture showed a tendency towards improvisation, the styles of key people were rigid, with no feedback, and there was a lack of integration among newer managers and those who had “grown up” in the system.